Course: ENPM 808E - University Of Maryland · Course: ENPM 808E – Managing ... Effective Project...

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Course: ENPM 808E Managing Software Engineering Projects Semester: Spring, 2017 Day(s): Wednesday Time: 7pm 9:40pm Location: College Park Instructor: Prof. Salman Qureshi Virtual Office hrs.: Wednesday - 2:00 pm 4:00 pm Phone: 734-560-5649 Email: [email protected] Course Description This course addresses the breadth of managing software engineering projects. It will help in transforming inspiring software engineers to software project leaders. The course will impart advanced principles, methods and tools for management of software projects in a realistic software engineering context. An Integrated Lean Project Management (ILPM) framework which is an implementation-oriented hybrid of traditional Project Management Institute (PMI) and Agile project management paradigms will be coached. The course will also impart a cutting-edge scalable, modular, and integrated patterns of the Scaled Agile Framework (SAFe) 4.0 for the software engineering program and portfolios management. After completing this course, students will be able to: Select & justify software engineering projects by establishing relevant business cases Manage customer requirements Develop key components of software engineering project plan and the planning process Identify software project risks and develop risk mitigation strategies Develop a project team to build and deliver the product Understand and apply methods for solving and avoiding common difficulties associated with managing software engineering project Improve the effectiveness and efficiency of software development projects. Utilize a strategic framework, encompassing clearly identified and agreed upon success metrics for aligning software engineering projects and programs with business strategies Required Textbooks 1. Information Technology Project Management 8E, ISBN: 9781285452340, Schwalbe, K. (2015). Recommended textbook: 1. Information Technology Project Management Fifth Edition, ISBN : 978-1-118-89819-2, Marchewka, Jack T (2014). 2. Effective Project Management: Traditional, Agile, Extreme 7 th Edition, ISBN: 978- 1118729168, Wysocki , Robert K. (2013) 3. Software Engineering: A Practitioner's Approach Eighth Edition, ISBN: 978- 0078022128, Pressman, Roger (2014) 4. Lean Project Management: Eight Principles for Success 2E, ISBN: 978-1-4196-44061-1,

Transcript of Course: ENPM 808E - University Of Maryland · Course: ENPM 808E – Managing ... Effective Project...

Page 1: Course: ENPM 808E - University Of Maryland · Course: ENPM 808E – Managing ... Effective Project Management: Traditional, Agile, Extreme 7th Edition, ... Adaptive Agile PMLC Models

Course: ENPM 808E – Managing Software Engineering Projects Semester: Spring, 2017 Day(s): Wednesday Time: 7pm – 9:40pm Location: College Park Instructor: Prof. Salman Qureshi Virtual Office hrs.: Wednesday - 2:00 pm – 4:00 pm Phone: 734-560-5649 Email: [email protected]

Course Description This course addresses the breadth of managing software engineering projects. It will help in

transforming inspiring software engineers to software project leaders. The course will impart

advanced principles, methods and tools for management of software projects in a realistic

software engineering context. An Integrated Lean Project Management (ILPM) framework which

is an implementation-oriented hybrid of traditional Project Management Institute (PMI) and Agile

project management paradigms will be coached. The course will also impart a cutting-edge

scalable, modular, and integrated patterns of the Scaled Agile Framework (SAFe) 4.0 for the

software engineering program and portfolios management.

After completing this course, students will be able to: • Select & justify software engineering projects by establishing relevant business cases • Manage customer requirements • Develop key components of software engineering project plan and the planning

process • Identify software project risks and develop risk mitigation strategies • Develop a project team to build and deliver the product • Understand and apply methods for solving and avoiding common difficulties

associated with managing software engineering project • Improve the effectiveness and efficiency of software development projects. • Utilize a strategic framework, encompassing clearly identified and agreed upon

success metrics for aligning software engineering projects and programs with business strategies

Required Textbooks 1. Information Technology Project Management 8E, ISBN: 9781285452340, Schwalbe, K.

(2015).

Recommended textbook: 1. Information Technology Project Management Fifth Edition, ISBN : 978-1-118-89819-2,

Marchewka, Jack T (2014). 2. Effective Project Management: Traditional, Agile, Extreme 7th Edition, ISBN: 978-

1118729168, Wysocki , Robert K. (2013)

3. Software Engineering: A Practitioner's Approach Eighth Edition, ISBN: 978-

0078022128, Pressman, Roger (2014)

4. Lean Project Management: Eight Principles for Success 2E, ISBN: 978-1-4196-44061-1,

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Lawrence Leach (2005).

5. Project Management: The Managerial Process, 6th Edition | ISBN: 978-1259186400,

Erik Larson and Clifford Gray

6. SAFe® 4.0 Reference Guide: Scaled Agile Framework® for Lean Software and

Systems Engineering, 1st Edition, ISBN: 978-0134510545, Dean Leffingwell.

Week/

Date

Topics Assessments: Reading/ Video Watching & Listening

Deliverables

Due Dates

Week 1

Date:

An Introduction to

Project, Program, and

Portfolio Management

What is Project

Management?

Program and Project

Portfolio

Management

The Role of the

Project Manager

Ethics in Project

Management

Project Management

Software: MS

Project Manager

2013

Case Study

Course Syllabus

& Grading

Rubric &

Chapter 1 (

Schwalbe)

Videos Watching

Discussion Forum #1 Minute Paper # 1

Week 2

Date:

Business Strategy and Project Portfolio Selection

Understanding

Organizations

Project selection

methods

Project Phases and

the Project Life Cycle

Business Case

Recent Trends

Affecting Information

Technology Project

Management

Case Study

Chapter 2 & 3

(Schwalbe)

Chapter 2 (

Marchewka)

Videos Watching

Minute Paper # 2 MS Project Manager 2013 Installation Group work 1: In

Class Exercise

(Bonus)

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Week 3

Date:

Lean Project

Management

Lean Project

Management

Principles

Theory of Constraint

Project Systems

Leading People

Chartering

Right Solution

Managing Variation

Project Risk

Management

Project Plan

Executing

Principles 1-8

(Leach)

Videos Watching

Discussion Forum #2 Syndicate Work # 1 –

Case Study Analysis

Minute Paper # 3

Week 4 Date:

Software Engineering

Project Management

Life Cycles

Linear PMLC Models

Incremental PMLC

Models

Comparison of

Iterative Agile PMLC

Models

Adaptive Agile PMLC

Models

Extreme PMLC

Models

Challenges arising from use of any 12 specific PMLC Models

Case Study

Chapter 12

(Wysocki)

Videos Watching

Minute Paper 4 Group work 2: In Class Exercise (Bonus)

Week 5 Date:

Initiating Software Projects

Business Case Management

Team Selection

Developing the Project Charter

Assessing risks to software project success

Software project assets

Chapter 4

(Schwalbe)

Chapter 4 (

Marchewka)

Videos Watching

Discussion # 3 Minute Paper 5 Final Project Deliverable #1 : Project Proposal/Business Case - Team Presentation

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Choosing a software project lifecycle

Leading the Project Team

Case Study

Week 6 Date:

Planning Software

Projects - Part 1

Stakeholders

Management

Stakeholders

Analysis

Communication

Management

Requirement

Management

Scope Management

Developing Work

Breakdown

Structures (WBS)

Simplifying the WBS

with a Project Matrix

Building the WBS

Dictionary

Case Study

Chapter 10, 13

(Schwalbe)

Videos Watching

Minute Paper # 6 Syndicate Work # 2 /Case Study Analysis

Week 7 Date:

Planning Software

Projects - Part 2

Typical Software

Project Effort

Allocations

Risk Management

Addressing

Uncertainty using

Rolling Wave

Planning

Creating an Activity

Network (PERT

Chart)

Finding the Critical

Path

Developing a

Realistic Project

Schedule

Cost Management

Quality Management

Case Study

Chapters 5 & 6

(Schwalbe)

Chapters 5 & 6 (

Marchewka)

Videos Watching

Discussion Forum # 4 Minute Paper # 7 Group work 3: In Class Exercise (Bonus)

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Week 8 Spring Break

Week 9 Date:

Test I

Review of

Weeks 1-7

Test I Final Project Deliverable # 2: Mid Quarter Presentation

Week 10 Date:

Executing Software

Projects – Part 1 Project

Integration Management

Project Quality Management

Project Human Resources Management

Change Management

Case Study

Chapters 4, 8 & 9 (Schwalbe) Chapter 10 &

11( Marchewka

Videos Watching

Discussion Forum # 5 Minute Paper # 8 Final Project Deliverable # 3

Week 11 Date:

Executing Software Projects- Part 2

Project Communication Management

Project Risk Management

Project Stakeholders Management

Project Procurements Management

Case Study

Chapters 10, 11,

12 & 13

(Schwalbe)

Videos Watching

Minute Paper 9 Final Project Deliverable # 4: Team Progress Reports Presentations

Group work 4: In Class Exercise (Bonus)

Week 12 Date:

Monitoring & Controlling Software Projects

Controlling Change

Using Earned value

to Objectively Track

Software Project

Status

Conducting Effective

Status Meetings

Chapters 6, 7, 8,

9, 10, 11 & 13

(Schwalbe)

Videos Watching

Discussion Forum # 6 Minute Paper 10

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Creating Useful

Project Status

Reports

Refining the Project

Plan Based on Actual

Progress

Sanity Checking the

Project using

Planning Checkpoint

Reviews

Week 13

Date:

Closing Software Projects AND Establishing and Maturing a Software Project Management Office

Typical Close Out

Tasks

Using a Project

Retrospective to

Learn from the

Experience Multiple Team

Project Challenges to

Managing a Multiple Team Project

Project Management Office Structure

Core Team Structure Chartering

Establishing your PMO mission

PMO Governance Framework

Challenges to implementing a PMO

Best Practices of PMO

Chapter 12

(Marchewka)

Videos Watching

Chapter 15 (

Wysocki)

Videos Watching

Minute Paper 11 Syndicate Work # 3 –

Case Study Analysis

Final Project Deliverable # 5

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Grade Instruments % of Final Grade

Online Discussion (7) 5%

Minute Papers (In class work) (12) 15%

Syndicate Work/Case Studies Analysis (3) 10%

Test I 20%

Test II 20%

Final Project Deliverables (4) 30%

Week 14

Date:

Program and Portfolio Management perspective for Software Engineering Projects in an Agile Space

Understanding SAFe® principles

Implementing an agile release train and software engineering program

Planning a program increment

Executing and releasing value

Building an agile software engineering portfolio

Coordinating large value streams

Leading the lean-

agile enterprise

Discussion Forum # 7 Minute Paper 12

Week 15

Date:

Test II Final Project Presentation

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Optional - Bonus Assignments : Group Work in Class Exercises (4)

10%

TOTAL 100%

Instructional methods

The following instructional methods will be utilized: Lecture, Minute Papers, Daily Lesson Readings, Online Discussions Question, Syndicate Work/Case Studies, Videos, Group Work in class, Active Learning Sessions and Hands On Project Management.

CANVAS – Learning Management System

CANVAS is the Learning Management System of UMD. All course activities and interactions for online assignments and supplemental activities for hybrid classes will take place in CANVAS. Students can login to the CANVAS platform at http://....... using the account provided to them by UMD.

Library Resources

Students are encouraged to use the library resources throughout their program to supplement classroom instruction and assigned textbooks. Please visit your campus library for information about policies and procedures. The electronic resources, along with information about library holdings, can be accessed through the UMD website:

Assignments/ Homework

Students should expect to spend a minimum of two hours studying or completing assignments outside of class for every hour spent in class or direct faculty instruction.

Please refer to the Attachment A & B for the respective grading instruments expectations and

rubric details.

Discussion Forums (7) The Discussion Board will be employed as a forum for discussing issues of interest to the class through the web. Students are required to participate each week in a Discussion Forums 1- 13. In addition, appropriate “NETIQUETTE” should be used for all postings. The success of this course depends on your ability to have read the assigned readings closely, to have thought carefully about the points raised or ignored by authors, and to bring to the group your questions and concerns about their theses and positions into the discussions groups. Having prepared the readings prior to class ensures your productive participation. Classes will typically begin with a question I have posed the previous week. We should work to achieve conversational exchanges with each other, constructively challenging each other to think broadly and critically about ideas or assertions posed by the readings.

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In all participation, I am looking for evidence of:

demonstration of substantial knowledge and higher order thinking and analytic skills and application of facts, concepts, terms, and processes learned/read/discussed

evidence of critical contemplation, i.e., "grapple" with issues and topics appropriate use of knowledge learned imaginative thinking and responses to challenges/problems/issues exploring underlying assumptions about education and schooling clarity of expression and logical connection among ideas expressed writing that reflects precise and concise thinking good writing mechanics - grammar, syntax, and spelling)

Minute Papers (12) Throughout the semester students will write the Minute Paper at end of class. The Minute Paper is the single most commonly used classroom assessment technique. This technique allows faculty to assess the match between their instructional goals and students' perceptions of these goals and their own learning. Further, because the instructor learns what students perceive to be their own learning problems, the likelihood that the students will receive answers to those questions during the next class period is enhanced. The task asks students to evaluate information and to engage in recall. Its major advantage is that it provides rapid feedback on whether the instructor's main idea, and what the students perceived as the main idea, is the same. Additionally, by asking students to add a question, this assessment becomes an integrative task. Students must first organize their thinking to rank the major points and then decide upon a significant question. As we quickly realize, really good questions are hard to formulate (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details).

Students will be asked to answer the following three questions in concise, well-planned sentences:

1. What are the two [three, four, five] most significant [central, useful, meaningful, surprising, disturbing] things you have learned during this session?

2. How might you apply what you learned today in your everyday life/work/project?

3. What question(s) remain uppermost in your mind?

Syndicate Work (3)

In this syndicate, work students will work in a group of 1-2 students on a case study. The case studies are available on the home page. If the student wants, they can also work alone. Students need to select & communicate their respective case study to me before the week due week. (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details). As part of this syndicate work students are required to do the detailed case analysis and to prepare 10 minutes of presentation with following outline:

Company background (with latest updates) Project Scope Who were the stakeholders? What was schedule to complete the project?( you might have to do some research on

your own) What were the issues & risks? What were the deliverables? Was the project completed on time & in full?

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How was the project managed? If you were the project manager what would you have done? Answers to the question at the end of case study

Test I & II There will be two closed book Tests consisting of MCQs, numericals and analytical questions to answer (Please refer to the Attachment A & B for the respective grading instruments expectations and rubric details). Final Project Deliverables (5)

The purpose of the team project is to use a structured approach to project management in a team

setting (2-3 students). Depending upon the class mix you might be allowed to select team

members. One person will be assigned as Project Manager, but other team members should

provide inputs and edit the work so it is consistent and of high quality and reflects a team effort.

Each team member should plan to spend 15-20 hours total on the team project, including some

time in class and online using class hours. You must have the sponsor email or call me to

approve the project after you propose it if you really want to work on it. The sponsor must

provide feedback at least 2 times during the term, including a final assessment. The project

manager should prompt the sponsor for feedback via email and cc me on those emails and replies.

If you do not choose to work on a real project, teams will work on one of the case study provided

on the CANVAS.

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Project Proposal/Business Case (1) - Team Presentation: A big part of project management is

project selection. Each student will propose a unique project to be done as part of this class.

Projects must have a sponsor (can be a student, friend, boss, community leader, yourself, etc.),

provide a needed service or product, and be a good fit for this class. Each student normally

spends between 20-30 hours on the class project. Write a proposal for a potential project, using

the potential project template provided on CANVAS. Talk to the sponsor before writing the

proposal if you really want to do it. The sponsor must contact me via email or phone if we decide

to do that project. If you do not do a real project, you will work on a case study. Proposals must

be typed and complete to get full credit

Team Progress Reports Presentations (2): If you are working on a case study, I’ll provide

instructions on which tasks you should have completed by the progress report dates and which

ones to present. In general, you should have the initiating tasks done for the first progress report

and the planning tasks. All project information must be available online in a Google site before

you present, and make sure I can comment online on the documents. Email the location of

your Google site to me at before the second class/session meeting (Please refer to the

Attachment A & B for the respective grading instruments expectations and rubric details).

Final Project Notebooks (3):

By the last day of class, each team will present a formal, final presentation and hand in a project

notebook (stapled pages are fine or a slim cover – not a binder). If you do a case study, put all of

that information together in your notebook. If you do a real project, discuss with for the details of

project deliverables. Each team member must be part of the 15-20 minute final presentation.

Part of the grade for the team project will be based on the team’s final presentation and progress

reports, and part of grade will be based on the quality of the project and its notebook (one notebook

per team, due the last day of class). Team project managers will earn a small amount of extra

credit for successfully leading their project teams(Please refer to the Attachment A & B for the

respective grading instruments expectations and rubric details).

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Instructions for Final Project Note Book

Check List

I. Project Plan

A. Project scope statement

B. Time, cost, performance trade-off assessment

C. WBS

D. Preliminary schedule

E. Resource allocation

1) Identifying and resolving scheduling conflicts

F. Risk assessment/response

G. Finalized schedule

1) Rolled-up estimates

2) Financial requirements (cash flow/rollup)

H. Managing the project

1) Stakeholder (social network) analysis

2) Keys to success

II. Project Update

A. Status report

1) Performance indexes

2) Narrative of key events

B. Problem solving

1) Description

2) Response

C. Revised project estimates

D. Management issue

1) Problem description

2) Response

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E. Summary

1) Keys to successfully completing the project

Added Value

- Develop realistic cost estimates

- Create meaningful schedule/resource conflicts

- Identify and discuss trade-offs based on alternative project priorities (cost/schedule/

performance)

- Discuss the implications of cash-flow requirements for funding of project

- If appropriate, revise expected cost/schedule of activities not completed

- Discuss the implications of how the project was organized (project management structure)

- Discuss the development of a shared vision for the project

- Introduce realism at every opportunity.

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FINAL PROJECT NOTE BOOK EVALUATION

I. Project Plan

1. Project Scope Statement 1 2 3 4 5

2. Priority Analysis 1 2 3 4 5

3. Stake Holders Analysis

4. WBS Network

1 2 3 4 5

5. Resource Allocation 1 2 3 4 5

6. Budget Rollup 1 2 3 4 5

7. Cash Flow requirements 1 2 3 4 5

8. Resolving Resource Conflicts 1 2 3 4 5

9. Risk Register 1 2 3 4 5

10. Keys to Success 1 2 3 4 5

11. Project Charter

12. Lesson Learned

13. 360 degree review of Team members

II. Project Update

1. Status Report Schedule/Cost

Variance

1 2 3 4 5

2. Narrative of Key Events 1 2 3 4 5

3. Problem Description 1 2 3 4 5

4. Appropriate Response 1 2 3 4 5

5. Completion Estimates 1 2 3 4 5

6. Management Issue 1 2 3 4 5

7. Summary 1 2 3 4 5

III. Overall Assessment

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1. Clarity of Presentation 1 2 3 4 5

2. Degree of Complexity 1 2 3 4 5

3. Relevant Information 1 2 3 4 5

4. Added Value 1 2 3 4 5

5. Realism 1 2 3 4 5

IV. Final Grade/Comments

Completing this assignment makes you unique among project managers. By applying the

principles and process covered in class you have a total picture of the systems available to project

managers, along with the limitations and strengths of the systems. The Project Notes Book

provided you the opportunity to wrestle with the typical project and software problems encountered

by practicing project managers (some of you may never forget!). You have a practical framework

for implementing a project of any size or complexity and a knowledge of the kinds of problems and

solutions that are common to most project systems used.

Good luck with your future projects. You are well prepared in the systems and tools portion of

project management.